New to HR: How Do I Create a Training Plan for 3000 Employees?

Dear friends, I am new to HR and I have been asked for the following:

Developing a Training Program for Employees

Come up with a plan to ensure there is a training program for each employee in the organization. Just to let you know, there are more than 3000 employees in our organization.

So, if there are any ideas or materials to help me with this project, I would really appreciate it.

Thanks

Dear friend,

If you are new to HR and have been tasked with creating a plan to train all 3,000 employees, then the person who assigned you this may themselves be unfamiliar with management science! Perhaps they are unsure of what tasks to delegate and what not to delegate.

Training is not a simple job. Training 3,000 employees would require significant effort. Even an experienced training manager would need a considerable amount of time to develop such a plan.

Nevertheless, let me not discourage you. Your first recommendation should be to establish a dedicated training department, led by a VP of Training. This individual should be supported by GM Training (Technical) and GM Training (Non-technical), each of whom would, in turn, be supported by Training Managers responsible for conducting in-house training or managing external vendors.

Finally, in order to assess the training's effectiveness and determine the required manpower, it is essential to understand your specific needs.

By the way, what budgetary provisions has the person who tasked you with creating a training plan for 3,000 employees made? Are they serious, or are they merely constructing castles while sitting in their ivory tower?

Regards,
DVD

Thank you, Dinesh Divekar, for your response. I might not have explained well, so let me copy and paste what I have been asked to do:

So, I am being asked to come up with the process and not to actually train.

As per the description provided by your senior, you have been assigned post-training work. However, your responsibilities commence before the training manager gets involved. I agree with Dinesh that training is not a simple task. I would also like to emphasize that training may not always be the ultimate solution, a concept not grasped by many companies.

For your role, it is essential to consult with the HR department or your senior to determine if the company has a performance management system in place. Have competencies been identified for each individual? Training should only be administered if competencies have been established. Simply creating training programs for all employees could result in a waste of time, money, and effort.

Developing a training plan for around 3000 employees is a challenging endeavor. Therefore, initially confirm whether competencies have been identified, verified, and evaluated before proceeding with your tasks. If competencies have been assessed, review past data for employees to pinpoint areas requiring training. In the absence of identified competencies, you will need to conduct a "Training Needs Analysis" exercise.

I hope this guidance proves beneficial to you.

Regards,
Anuradha
[Email Removed For Privacy Reasons]
MINDSHARE HR Consultancy Private Limited

I have been appealing to bloggers at CiteHr to post complete details at the outset when raising questions. I read this post early in the morning (UK time) and did not think it was worth responding. It appeared to me that the initiator of the thread was "groping in the dark," as there was no indication of the type (technical, managerial, safety, etc.) of training that was being sought nor the organizational support that exists.

In a manufacturing organization (about 300 staff) that I worked for, there was a Training Manager working under the Personnel Manager (the present HRM). Under him, he had a number of trainers for training shop floor staff (Training Within Industry policy was there). For supervisory staff, they used external trainers. Similarly, Industrial Engineers were sent out to the HQ or external courses to get training in Method and Time Studies, etc.

Hence, I find Dinesh Divekar's and Anuradha's views most appealing.

Finally, I suggest that you search the web. For example, searching for "how to set up a Training department" I found this http://trainingzone.co.uk <link updated to site home> at http://www.google.co.uk/#hl=en&amp;s...5fa1389cdc9558

Have a nice day.

Regards,
Simhan
A retired academic in the UK

Hi, wow... yes, actually, both of them are correct, but I will tell you one thing. I am not a veteran T&D guy, but still, I have been given a T&D profile in a good organization. We look at the world with the glasses we put on, and I think my HR manager puts on Optimism Glasses. I am a fresher (well, not technically as I have done projects as an assistant trainer with one of the best trainers in India) and still, I look after T&D and recruitment (and the best part is that my HR manager is my immediate supervisor). Well, I work hard and work late (0900 hrs - 0000 hrs) but I get my job done, and I believe in delivering quality.

Dude, just put in whatever you know and gather data from around; be confident (and not overconfident) in whatever you do. I think then you will be able to pull it together, and don't worry about the falls you will take as those falls will hurt you a bit, but lessons from those falls will become pillars of strength in years to come.

All the best with what you are doing. If you want any help, mail me at [Email Removed For Privacy Reasons].

P.S.: This is just to make you understand that nothing is impossible; rest technical details will be mailed to you if you want.

I don't know if this may be of any help to you. You can start by doing a training needs analysis. Enlist the help of the team leaders, prepare a list of questionnaires, and narrow down the list to identify the training needs. This will enable you to understand what the need of the program is and address it accordingly.

Hi, after reading all the answers, I would like to suggest that you first make a plan for the training. You can prepare this on a quarterly basis after discussing it with all the department heads. Additionally, include the trainer's name in this list. Then, get this list approved by senior management and share the plan with the department head at least one week in advance. Ask for the participants who will attend this training. Arrange all the necessary things related to the training, such as the room, proper chairs, refreshments, and you can also consider adding a quiz activity to make the training more engaging.

With this plan, you can schedule the training sessions because not everyone can attend every session. Let the team head take care of sharing the participants' names. After conducting the training, you can organize a test as per your preference by another trainer. Anyone can suggest ideas for this.

I hope these suggestions are helpful for you.

Please tell me how to work freelance as a consultant. Is there any requirement for registration or formalities? Please help me.

I think you should take this as an opportunity to prove yourself in the field of HR. Nothing is impossible; it may be tedious, but nobody can stop anybody from starting an effort. First, don't try to eat the whole thing; just try to break it into pieces. Since the matter involves 3000 employees, first split them into small groups depending on their positions in the organization. As per their job requirements, frame areas of training needs. Prepare a systematic training calendar, groom and prepare yourself for a hefty schedule, and then take action.

You may consider adopting the following process to get started:

1. Based on last year's appraisals, the appraisers would have indicated some individual development needs for each employee of their team. Collate these, department/function-wise, and you will have training needs for an Individual Development Plan (IDP).

2. Arrange a meeting with your HR/L&D Head and get his/her input on what they see as organizational training needs, such as Leadership and Management Development programs, Team Building workshops, etc.

3. Meet with the HODs of all functions and gather their input on the requirements specific to their functions, and collate these.

4. You will have the following inputs:
- Requirements for training in functional/hard skills
- Requirements for training in soft and behavioral skills.

5. Keeping a batch size of 20, work out how many programs are required to be conducted in each of the above-mentioned areas throughout the year.

6. Now prepare a tentative training plan, i.e., group the programs quarter-wise and assess if there are too many or too few in a quarter. Make adjustments between quarters depending on when your company has lean and peak periods.

7. Show this plan to your supervisor for approval.

8. Get into the details to prepare a monthly training calendar.

Trust this may be of use.

Regards,
Sumant Khare

[Phone Number Removed For Privacy Reasons]

I think you can collect the materials from the site scribd.com. This site helps me find many things related to HR policies. So, just give it a try.

I agree with Mr. Sastry. You should start with the existing department heads' recommendations for training if they need it. Whether your employees really need training or if the problems lie elsewhere is crucial. If your organization has a strength of 3,000 employees, they wouldn't have grown overnight. First, study their existing and past experience with training and begin the Training Needs Analysis (TNA) with the consultation of the department head.

If your boss has already conducted the TNA, ask for the information from him/her as well; this could be helpful. Once you receive recommendations from the department heads, you can proceed with the rest of the activities with proper planning.

Thanks,
Rashee

I think the actual objective or what is being asked of you doesn't really have anything to do with training but with people management. I think you are being asked to come up with procedures and processes to ensure that managers have training plans in place for their staff and are following up on them. Your task is to put together a plan/process/procedure for all managers to follow so that they take the time to develop training plans according to their team requirements, allocate tasks to help the staff develop these skills, identify training courses/seminars that would suit the training objectives, and follow up regularly to determine how far their staff are progressing with their own development and application of the skills learned in a training session.

I think you can achieve this by determining a suitable process for each manager to follow, including guidelines for each stage, what they should be discussing with each team member, what type of behaviors they should be measuring, how to keep the team member on track and continuously thinking of their own development, and how to enable managers to manage and track their team's performance/development.

There is no directive for you to do a TNA, train, or assess an employee's skills after training, or assess the applicability of the training facilities. This task is purely for you to design a plan to help managers manage their team's development.

An aside, this will only work if you can get support or already have in the manager's objectives that one of their priorities is to manage the development of their staff.

[QUOTE=m7med;1174482]Thank you Dinesh Divekar for your response. I might not have explained well, so let me copy and paste what I have been asked to do:

Training Plan and Departmental Analysis

- Ensure the training plan for individual staff is met.
- Please divide the team into Logistics, HR, Accounts, Sales, etc., and work out how many people are there in each department.

Post-Training Deployment and Performance

- Follow up on post-training deployment and performance. This is an ongoing process. You need to have a clear vision and mission programs and first find out what type of training programs are required. Logistics may require a different skill set, Accounts may require different, and Sales and Marketing will require a total understanding of the entire organization.

Personnel Skill Inventory

- Initiate a personnel skill inventory. First, you have to draw a simple format that should include the bio-data on one sheet and ask them to assess their own SWOT. It must also contain all personal details. In order to implement this, we must provide managers and employees with several systems, procedures, and processes. It is with this intention that a complete and most appropriate and acceptable "Manpower Development Plan" is prepared and presented to assist employees in advancing their careers.

Additional Considerations

- Do you have ISO certification? If so, why not?
- What is the budget for the total training programs?
- How many days can each employee devote to such training programs?
- Are there enough facilities available within the company campus for these programs?
- Do you have a list of all those who can conduct the training programs? Does the training require outsiders or a combination of outside faculty with internal, which is one of the best I can suggest? Does the budget provide for experts to pitch in, etc.?

Please remember one thing: each employee has his own methodology for training. If a new recruit is there, it is possible he will be more enthused than old personnel who may not be ready for change. So, if you need any more ideas or training on Sales, do call me.

Regards,
Narayan S
Bengaluru
[Phone Number Removed For Privacy Reasons]
Welcome to Paradigm Power

Dear,

Please find the attached files for your help. For any clarification, please feel free to contact the undersigned.

Thanks,
Manoj Singh
+919760011462